Post on 16-Dec-2015
transcript
Chapter 1
INTRODUCTIONTO MANAGEMENT
AND ORGANIZATIONS
© Prentice Hall, 2002 1-1-11
Who Are Managers?
Manager
– someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
– changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees
© Prentice Hall, 2002 1-1-22
Who Are Managers? (cont.)
Managerial Titles– First-line managers - manage the work of non-
managerial individuals who are directly involved with the production or creation of the organization’s products
– Middle managers - all managers between the first-line level and the top level of the organization• manage the first-line managers
– Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
© Prentice Hall, 2002 1-1-33
Organizational Levels
Non-managerial Employees
TopManagers
MiddleManagers
First-lineManagers
© Prentice Hall, 2002 1-1-44
What Is Management?
Management
– the process of coordinating work activities so that they are completed efficiently and effectively with and through other people
– elements of definition
• Process - represents ongoing functions or primary activities engaged in by managers
• Coordinating - distinguishes a managerial position from a non-managerial one
© Prentice Hall, 2002 1-1-55
What is Management? (cont.)
Management (cont.)– elements of definition
• Efficiency - getting the most output from the least amount of inputs
–“doing things right”–concerned with means
• Effectiveness - completing activities so that organizational goals are attained
–“doing the right things” –concerned with ends
© Prentice Hall, 2002 1-1-66
Efficiency and Effectiveness in Management
Management Strives For:Low resource waste (high efficiency)
High goal attainment (high effectiveness)
ResourceUsage
Efficiency (Means)
GoalAttainment
Effectiveness (Ends)
Low Waste High Attainment
© Prentice Hall, 2002 1-1-77
What Do Managers Do?Management Functions and Process
– most useful conceptualization of the manager’s job– Planning - defining goals, establishing strategies for achieving those
goals, and developing plans to integrate and coordinate activities– Organizing - determining what tasks are to be done, who is to do
them, how the tasks are to be grouped, who reports to whom, and where decisions are made
– Leading - directing and motivating all involved parties and dealing with employee behavior issues
– Controlling - monitoring activities to ensure that they are going as planned
© Prentice Hall, 2002 1-1-88
What Do Managers Do? (cont.)
Management Functions and Process (cont.)
– Management process
• set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control
• managerial activities are usually done in a continuous manner
© Prentice Hall, 2002 1-1-99
What Do Managers Do? (cont.)
Management Roles
– specific categories of managerial behavior
• Interpersonal - involve people and duties that are ceremonial and symbolic in nature
• Informational - receiving, collecting, and disseminating information
• Decisional - revolve around making choices
– emphasis that managers give to the various roles seems to change with their organizational level
© Prentice Hall, 2002 1-1-1010
What Do Managers Do? (cont.)Management Skills
– Technical - knowledge of and proficiency in a certain specialized field
– Human - ability to work well with other people both individually and in a group
– Conceptual - ability to think and to conceptualize about abstract and complex situations• see the organization as a whole• understand the relationships among subunits• visualize how the organization fits into its broader environment
© Prentice Hall, 2002 1-1-1111
EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
© Prentice Hall, 2002 1-1-1212
What Do Managers Do? (cont.)Managing Systems
– System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole• provides a more general and broader picture of what
managers do than the other perspectives provide– Closed system - not influenced by and do not interact
with their environment– Open system - dramatically interact with their
environment• organizations - take in inputs from their environments
– transform or process inputs into outputs– outputs are distributed into the environment
© Prentice Hall, 2002 1-1-1313
System
The Organization As An Open System
TransformationEmployee’s work activitiesManagement activitiesTechnology and operations methods
OutputsInputsRaw materials
Human resourcesCapital
TechnologyInformation
Products and servicesFinancial results
InformationHuman results
Environment
Environment
Feedback
© Prentice Hall, 2002 1-1-1414
What Do Managers Do? (cont.)
Managing Systems (cont.)– managers must
• coordinate various work activities• ensure that interdependent parts work together• recognize and understand the impact of various
external factors – decisions and actions taken in one organizational
area will affect other areas and vice versa
© Prentice Hall, 2002 1-1-1515
What Do Managers Do? (cont.)
Managing in Different and Changing Situations
– require managers to use different approaches and techniques
– Contingency perspective - different ways of managing are required in different organizations and different circumstances
• stresses that there are no simplistic or universal rules
• contingency variable
© Prentice Hall, 2002 1-1-1616
EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
© Prentice Hall, 2002 1-1-1717
What Is An Organization?Organization
– a deliberate arrangement of people to accomplish some specific purpose• elements of definition
– each organization has a distinct purpose– each organization is composed of people– all organizations develop some deliberate structure
– today’s organizations have adopted:• flexible work arrangements• open communications• greater responsiveness to changes
© Prentice Hall, 2002 1-1-1818
EXHIBIT 1.10: THE CHANGING ORGANIZATION
© Prentice Hall, 2002 1-1-1919
Why Study Management?Universality of Management
– management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all work areas
– management functions must be performed in all organizations
• consequently, have vested interest in improving management
© Prentice Hall, 2002 1-1-2020
EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002 1-1-2121
Why Study Management? (cont.)
The Reality of Work
– most people have some managerial responsibilities
– most people work for a manager
Challenges of Being a Manager- being a manager is hard work- must deal with a variety of personalities- must motivate workers in the face of uncertainty
© Prentice Hall, 2002 1-1-2222
Why Study Management? (cont.)
Rewards of Being a Manager– create an environment that allows others to do
their best work
– provide opportunities to think creatively
– help others find meaning and fulfillment
– meet and work with a variety of people
© Prentice Hall, 2002 1-1-2323